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Gender and Negotiation
In negotiations, women (compared to men) tend to:
•Set lower target points, accept offers near their resistance points.
•Rely less on alternatives to improve their outcomes.
•Avoid engaging in negotiation (accept first offers).
•Receive more deceitful tactics by other negotiators.
•Be viewed less favorably when using effective negotiation tactics.
Women tend to negotiate as well as men through training and experience.
Samsung Electronics' Emerging Organizational Structure
Samsung Electronics is relying on a less hierarchical and more decentralized
organizational structure to improve employee creativity, adaptability, and
competitiveness.
Organizational Structure Defined
Division of labor and patterns of coordination, communication, workflow, and formal
power that direct organizational activities.
ESA Coordinates Satellite Design through Concurrent Engineering
The European Space Agency (ESA) coordinates satellite designs and missions partly
through informal communication. It forms temporary cross-disciplinary concurrent
engineering teams, whose members work together in ESA's Concurrent Design Facility
in the Netherlands.
Division of labor.
1) Results in specialization, separate jobs for different people
2) Improves work efficiency.
Coordination of work.
1) Division of labor limited to ability to coordinate that work.
2) Coordinating work can be costly.
Three coordinating mechanisms:
1) Informal communication.
2) Formal hierarchy.
3)Standardization.
Coordination through Informal Communication
All firms coordinate work to some degree through informal communication.Vital in
nonroutine and ambiguous situations.Increasingly possible in large firms through
technology.Larger firms also apply:•Liaison roles.•Integrator roles.•Temporary teams.
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Formal hierarchy:
1) Direct supervision.
2) Assigns legitimate power to manage others.
3) Necessary in most firms but has problems.
Standardization:
1) Standardized processes.
2) Standardized outputs.
3) Standardized skills.
four elements of organizational structure
1) span on control
2) centralization
3) departmentalization
4) formalization
Span of Control
-Number of people directly reporting to the next level.
-Wider span of control is possible when:
•Other coordinating mechanisms are present.
•Routine tasks.
•Low employee interdependence.
Tall versus Flat Structures
-As companies grow, they:
a)Build a taller hierarchy.
b)Widen the span of control.
Problems with tall hierarchies:
•Poorer upward information.
•Higher overhead costs.
•Undermines employee empowerment/engagement.
Centralization
Formal decision-making authority is held by a few people, usually at the top.
Firms decentralize as they get larger and older.
!!
Varying degrees of centralization in different areas of the company. give an example.
Example: sales decentralized; info systems centralized.
mechanistic versus organic structures
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slides 15 of chapter 13
Three functions of departmentalization:
1) Establishes chain of command (supervision structure).
2) Creates common mental models, measures of performance.
3)Encourages staff to coordinate through informal communication.
Simple Structure.
1) Small firms — few people, only one distinct product or service.
2) Minimal hierarchy.
3) Roles are broadly defined.
4) Centralized structure.
5) Coordination also through informal communication.
functional structure
organizes employees around specific knowledge or other resources
top : chief executive
below:
manufacturing
design
adminstation
marketing
Benefits of evaluating functional structures
1) Economies of scale.
2) Supports professional identity and career paths.
3) Easier supervision.
Limitations evaluating functional structures
1) Emphasizes subunit more than organizational goals.
2) Higher dysfunctional conflict.
3) Poorer coordination - requires more controls.
Benefits of evaluating the divisional structure
-Building block structure.
•Accommodates growth.
-Focuses on markets/products/clients.
limitations of evaluating the divisional structure
-Duplication, inefficient use of resources.
-Silos of knowledge.
-Expertise isolated across divisions.
-Difficult to identify best divisional structure in complex environments.
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-Problem with shifting executive power.
Team-Based Structure
1) Self-directed work teams organized around work processes.
2) Typically an organic structure.
3) Usually found within divisionalized structure.
benefits of evaluating the team based structure
1) Responsive, flexible.
2) Lower admin costs.
3) Quicker, more informed decisions.
benefits of evaluating matrix structures
-Uses resources and expertise effectively.
-Potentially better communication, flexibility, innovation.
-Focuses specialists on clients and products.
-Supports knowledge sharing within specialty.
-Solution when two divisions have equal importance.
limitations to evaluating the matrix structures
-More conflict among managers who share power.
-Two bosses dilute accountability.
-Dysfunctional conflict, stress.
Alliance of firms creating a product/service.
Alliance of firms creating a product/service.
Increasingly common due to: •Focus on core competencies.
•Rapidly changing technology, complex work processes.
Benefits:
•Highly flexible.
•Not saddled with old facilities, resources.
•Potentially more efficient.
Limitations:
•Exposed to market forces.
•Less control over subcontractors.
external environment and structure
slide 22 chapter 13
Effects of Organizational Size
As organizations grow, they:
1.Increase division of labor (job specialization).
2.Coordinate more with standardization and formal hierarchy.
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3.Become more decentralized.
Technology and Structure
Mechanisms/processes for making products or services.
Two contingencies:
•Task variability: how predictable are job duties.
•Task analyzability: how much work follows known procedures.
Organic structure for high variability, low analyzability.
Mechanistic structure for low variability, high analyzability.
Structure follows strategy. (organizational strategy)
1) Strategy points to the environments in which the organization will operate.
2) Leaders decide which structure to apply.
Innovation strategy - organizational strategy
Providing unique products or attracting clients who want customization.
Cost leadership strategy - organizational strategy
Maximize productivity in order to offer competitive pricing.
Organizational Culture Defined
-The values/assumptions shared within an organization.
-Provides direction toward the "right way" of doing things.
-Company's DNA is invisible, yet powerful template for employee behavior.
The relative ordering of values.
Problems with org culture models and measures:
1) Oversimplify diversity of possible values.
2) Ignore shared assumptions.
3) Assume company cultures are clear and unified.
An organization's culture is fuzzy:
-Diverse subcultures ("fragmentation").
-Values exist within individuals, not work units.
innovation
Experimenting, opportunity seeking, risk taking, few rules, cautiousness.
stability
Predictability, security, rule-oriented.
respect for people
fairness, tolerance
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Recommended for you
outcome orientation
Action oriented, high expectations, results oriented.
attention to detail
precise, analytic
team orientation
collaboration, people-oriented
aggressiveness
competitive, low emphasis on social responsibility
Dominant culture:
Values/assumptions shared most consistently and widely.
subcultures
-Located throughout the organization.
-Countercultures are subcultures that oppose aspects of the dominant culture.
two functions of countercultures
-Surveillance and critical review.
-Source of emerging values.
Observable symbols and signs of culture:
-Physical structures, ceremonies, language, stories.
-Maintain and transmit organization's culture.
need many artifacts to accurately decipher a company's culture
Artifacts: Stories and Legends
Social prescriptions of desired (or dysfunctional) behavior.
Realistic human side to expectations.
Stories and legends are most effective when they:
1) Describe real people.
2) Are assumed to be true.
3) Are known throughout the organization.•Are prescriptive.
Language: (artifacts)
-How employees address each other and outsiders, express emotions, describe
stakeholders, etc.
Document continues below
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Organizational Behavior Chapter 11 Notes
Organizational Behavior
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busi 240 lecture notes
Organizational Behavior
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Research Project - NA
Organizational Behavior
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Concepts and Terms [ BUSI 240 - Document One]
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-Leaders use language to anchor or change culture.
-Language also differentiates subcultures.
rituals: (artifacts)
Programmed routines (e.g., how visitors are greeted).
ceremonies (artifacts)
Planned activities for an audience (e.g., award ceremonies).
